Remote has an inspiring mission and the potential to build something truly meaningful. Unfortunately, many structural and cultural issues—especially within the go-to-market and customer support organization—hold the company back from becoming a place where sales professionals can succeed and grow.
Consistent themes in other reviews—around poor leadership behavior, internal politics, and deteriorating morale—are not exaggerated and the canned responses show they don't really care. There is a significant disconnect between the company’s public narrative about valuing employees and the actual day-to-day experience of many in customer-facing roles.
The company claims to welcome honest feedback, but in practice, employees who raise concerns or challenge inefficient processes often report being sidelined or mistreated. Feedback, no matter how constructive, tends to be treated as a threat rather than a contribution, especially when it runs counter to top-down decisions. Some executive leaders exhibit behaviors that suggest an inflated sense of self-importance, often expecting admiration and deference based more on title than earned trust or demonstrated leadership. This dynamic stifles open dialogue and creates a culture where disagreement—even when respectful and well-intentioned—is viewed as insubordination rather than engagement.
Sales policies frequently shift with little notice, and territory/account assignments often feel arbitrary or politically influenced. There have been repeated concerns about inconsistent deal distribution. This erodes trust and creates a sense of instability. Sales development is hindered by rigid book of business structures that don’t reflect how buyers actually engage. Many reps feel constrained by the lack of flexibility to pursue high-potential opportunities outside their very limited assigned accounts.
Compensation and performance practices have become more rigid. Stack ranking is rampant and even managers admit that it creates biased reviews. Compensation structures are increasingly geared toward lower-cost markets, which feels misaligned with the company’s stated belief in hiring the best talent anywhere.
Within the SDR function in particular, outbound reps have voiced frustration about how contributions are tracked and recognized. Lead ownership disputes are common, and attribution policies don’t reflect modern buying behavior—often resulting in credit being assigned based on internal politics rather than effort or influence.
Morale among frontline managers has declined as well. Many managers are now under visible pressure and focus more on enforcing policy than providing meaningful support. Reps and SDRs frequently describe 1:1s as critical or demoralizing rather than productive, with little coaching or recognition of what’s going well. Instead of being advocates for their teams, managers are often seen reinforcing flawed directives from above, leaving team members feeling unsupported and blamed for broader systemic failures.
Productivity is also undermined by the sheer volume of internal blockers and the difficulty of getting timely answers or support. Rather than spending time selling or supporting customers, reps often find themselves troubleshooting internal tools, submitting data correction cases that go unnoticed, chasing down approvals, or navigating unclear processes.
New hires come in excited but get quickly dismayed as all of their great ideas are immediately shut down, leaving them wondering what the heck is going on and why they were even hired.
Customer advocacy is another area of concern. Many reps have raised concerns about the lack of customer stories or champions to support late-stage deals. Leaders think the tools they put in place can solve for this but they don't.
In short, the company’s long-term outlook and market position remain compelling, but internal misalignment and leadership culture continue to get in the way. A reset in how feedback is received, how frontline teams are supported, and how decisions are communicated could make a meaningful difference—but only if leaders are truly willing to listen and act.
